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| Criterion |  Business Strategy GAP Analysis |  Product Discovery Kano Model |  Business Strategy Ansoff Matrix |  Product Strategy ICE Scoring |
|---|---|---|---|---|
Purposedifferent | GAP Analysis compares the current state with a target picture and makes the distance manageable. It becomes useful when, ahead of new initiatives, it must become clear which capabilities, processes, or resources are missing. | When features need to be distinguished by their effect on satisfaction, it makes expectations and surprises comparable. It separates basic needs, performance contribution, and delight. | The Ansoff Matrix organizes growth options by market and product relation. It helps weigh expansion, diversification, and adaptation cleanly against each other. | When ideas need sorting quickly, it condenses impact, confidence, and effort into one compact score. It connects customer value, product logic, and decision priorities. The result is captured as an ICE table and top-ideas list. |
Complexitydifferent | Medium | Medium | Low | Low |
Timedifferent | 1-3 h | 1-2 Tage | 45-90 min | 30-60 min |
Participantsdifferent | 2-8 | 10-50 | 2-8 | 2-8 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Gap Matrix, Action Plan, Risk Notes | Kano Matrix, Feature Classes, Priority Themes | Ansoff Matrix, Growth Options, Risk Notes | ICE Table, Top Idea List |
Tagsno overlap | StrategyAnalysisPlanning | SatisfactionPrioritizationCustomer | GrowthStrategyMarketPortfolio | PrioritizationScoringGrowthDecision |